PPM Tool Selection and Implementation Considerations

  Governance   Portfolio Management   Knowledge Shelf  

Many organizations engaging in Project and Portfolio Management (PPM) automation focus too much attention on the PPM tool itself as the answer to their challenges, and do not spend enough time planning the organizational and process transformation activities to drive real operational improvement, based on process best practices. Because tool vendors tout the benefits of using “out of the box” process accelerators to ramp up quickly, a common misstep many companies make is the underestimation of cost and effort associated with implementation, as well as the role of process maturity.

A well-defined PPM program is a system of processes, tools and people that can transform the focus of the organization, from a tactical focus on “run the business” activities to a strategic focus that fosters “growth through innovation.” Successful PPM implementations start with carefully defined goals and objectives; a phased release strategy; an understanding of total program costs; and a mindset to execute the program with strong discipline to achieve desired results. Successful companies understand that the value of a good PPM system drives enormous organizational value and requires a continuous improvement mindset that carries forward long after the implementation program is over.

A Case Study

In 2006, a PMO director of a financial services firm…

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